Current national and global events have pushed HR leaders into the spotlight in our organizations. Our input is now critical in discussions on talent scarcity, workplace flexibility, employee wellbeing, wage inflation and tech disruption, to name a few, and in ongoing debates about diversity, equity and inclusion and environmental, social and governance initiatives.

Recent conversations with HR colleagues have served as a reminder of the openness, empathy, dedication and collaborative spirit of the human resources profession. Yet, our conversations have also revealed a persistent frustration among some HR leaders who feel their function is still seen as transactional and administrative, rather than as a strategic, human-centered force within their companies.

This disconnect is particularly alarming, given the struggles our employees are facing. According to SHRM, 44% of U.S. employees feel burned out at work, 45% feel emotionally drained and 51% feel used up at the end of the day. And a recent Workforce State of Mind report indicated that 77% of employees say work stress has negatively impacted their physical health. The ongoing shifts in work arrangements—from return-to-office mandates to the challenges of virtual collaboration—have left many feeling unmoored and disconnected.

Our workforce is grappling with burnout and anxiety—and they need the support of HR now more than ever.

Are we, as HR leaders, meeting this need? Have we become so engrossed in the strategic, administrative and procedural aspects of our roles—undeniably crucial for organizational success—that we’ve neglected the human element that should set us apart? Are we embodying and inspiring the kind of humanistic leadership these times demand?

The compassionate qualities I observed in my HR peers also made me wonder: Do our own organizations see us in this light? I suspect many of us have room to cultivate a more humanistic brand for ourselves and our teams.

This disconnect is highlighted by a Gartner survey that found 90% of those in HR believe leaders must focus on the human aspects of leadership to succeed in today’s work environment. Yet only 29% of the employees surveyed feel their leader is a human leader. This suggests a significant gap between HR leaders’ intentions and employees’ perceptions of their leadership.

6 ways HR leaders can live up to expectations

So, how can we build or enhance our humanistic leadership brand? Here are some strategies I’ve seen make a real difference:

Embrace vulnerability

Nothing builds trust faster than sharing our authentic selves, complete with our professional and personal joys and challenges. When we open up about our own human experiences, it creates powerful connections with our teams.

Lead with empathy

We’ve all experienced the profound impact of genuine care and compassion during difficult times. Make it a priority to understand what’s happening in your team members’ lives and check in regularly. This context can help you respond with empathy rather than judgment or suspicion when someone doesn’t present their best self or their performance dips—and allow you to provide the right support.

Champion authenticity

Leaders who are genuine, transparent and act with integrity foster trust and positivity in the workplace. Encourage your team to bring their whole selves to work every day—it’s the foundation of true inclusivity.

Increase visibility

Seek out opportunities to be seen and heard in company-wide forums, always reinforcing messages that align with your humanistic brand. When visiting different work locations, make a point to connect personally with as many employees as possible.

Stay present

Whether in one-on-one meetings, leadership gatherings or at team events, ensure you’re 100% present and engaged. In our virtual world, this means keeping your camera on and staying focused on the conversation at hand.

Be approachable

For many employees, interacting with senior leadership can be daunting. Break down these barriers by initiating conversations and personally recognizing personal milestones like birthdays and work anniversaries.

While these actions may seem simple, their consistent and intentional application can, over time, yield profound results by shifting the perception of HR toward a more human-centric function.

The business case for fostering humanistic HR leaders

Adopting a more humanistic approach to HR leadership isn’t just about feeling good; it drives tangible, long-term benefits for both employees and the organization.

Improved employee retention

When employees feel seen, heard and valued as whole individuals, their loyalty to the organization increases. The American Psychological Association found that 94% of workers believe it is important they feel they belong in their workplace. A 2022 survey by Harvard Business Review found more than half of employees who left their jobs in the past six months did not feel valued by their organization or they lacked a sense of belonging.

Increased productivity and innovation

When employees feel psychologically safe to share ideas and take risks, innovation and productivity thrive. Psychological safety was identified as the key factor distinguishing the most successful teams from others in Google’s Project Aristotle, which examined data from 180 teams totaling 37,000 employees.

Enhanced company culture

A humanistic approach fosters a culture of trust, openness and mutual respect. This positive culture becomes a key differentiator in attracting—and retaining—top talent. Employees are five times more likely to want to stay at an organization long-term when they believe their managers are honest and ethical, and they are 11 times more likely to think their workplace is great.

Better business outcomes

Companies that build and sustain trust-based cultures foster employee resilience and adaptability and tend to outperform their peers. A PwC 2024 Trust Survey found 90% of executives believe trust improves the bottom line. Low employee trust risks productivity, quality, efficiency and profitability. Trust is essential for attracting and retaining talent. In fact, employees are more likely to recommend companies they trust (60%) and less likely to leave due to trust issues (22%).

Enhanced employer brand

As word spreads about your humanistic approach to leadership, your reputation as an employer of choice grows. This can lead to a wider, higher-quality applicant pool, reduced recruitment costs and higher employee engagement and retention.

By consistently applying humanistic leadership principles, HR leaders can drive these long-term benefits, positioning both their function and their organization for sustained success in an increasingly complex business landscape.

This evolution in our approach won’t just enhance our effectiveness as HR leaders—it will ensure our employees feel truly valued and empowered to thrive. In today’s challenging work landscape, this human touch in HR leadership isn’t just beneficial—it’s essential.

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